Urban Development Game Developer role report

Role Final Report Developer C Yuan Jia 5093260 Group 4 30/06/2020 Supervisor: Erwin Heurkens, Karel Van de Berghe AR2R025 Urban (Re)Development Game

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INTRODUCTION

Preface This report is the outcome of the practicum part in urban (re)development game. The course is divided into two parts. The theory part focuses on inputs of urban development theory and the practicum part focuses on apply the knowledge in a development case. My role is assigned as one of the developers in the Binckhorst redevelopment. Therefore, in this report, a introduction of role, location and market, negotiation with other roles, collective elaboration outcome ‘The Binck Link’ and a reflection on the process and product are illustrated from developer c’s point of view.

Abstract In this report, the whole process and product of Binckhorst (figure 1) redevelopment game is explained, following the sequence of preparation, negotiation, elaboration of the development plan and reflection. Firstly the role of developer c and the location are introduced. Then a market analysis is made and lead to the initial strategy as well as negotiation strategy. After a series of negotiations with other public and private parties, a recognized development plan called ‘The Binck Link’ is made by all of the group members to link Binckhorst and other parts of the country and connect Binckhorst’s history to its future. At the end, an individual evaluation of the plan is made by reflecting to the theory part.

Figure 1: Binckhorst (Gemeente Den Haag , n.d.)

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Table of content

Preface

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Abstract

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Table of content

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Chapter 1: Preparation

1.1 Role introduction 1.2 Location analysis

1.3 Market analysis(corona anticipation)

1.4 Development strategy

6 6 6 10 16

Chapter 2: Negotiation

2.1 Result of negotiation(briefly)

2.2 Collaboration and confliction

2.3 Feasibility

2.4 Reflection on negotiation(briefly)

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Chapter 3: Elaboration and Development Plan

3.1: Introduction of The Binck Link!

3.2: The Development Plan

3.3: Strategy

3.4: Feasibility

3.5: Conclusion of elaboration

32 32 37 44 48 53

Chapter 4: Evaluation and Reflection

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Reference

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Appendix 1 Appendix 2 Appendix 3

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INTRODUCTION PREPARATION

Chapter 1: Preparation 1.1 Role introduction Developer C represents VORM in this urban development game, which is an independent developer and is one of the biggest housing developers in the Netherlands(VORM, 2018).

The core values of VORM are : Affordable dwelling.

Build 50% faster and 20% cheaper.

Sustainability and future-proof.

VORM focus on affordable housing, corresponding to the decreasing demand for expensive housing.

While there is dramatically increasing construction costs, construction time and sale period, several means are available to achieve our core value(VORM, 2018).

VORM consists of 8 companies, namely development BV, building BV, transformation and renovation BV, property maintenance BV, 6D house BV, collective BV, engineering BV, and finance. Own constructors, financial specialists, investors, developers, etc, can benefits VORM in integrated development and lower costs.

A special company, VORM 2050, for affordable housing is set, which no longer use traditional development and construction. A new workflow collaboration with KYP is developed to organize and coordinate complex development processes in a very tight and clear manner. To be more specific, KYP FLOW supports our employees in a simple manner with the aim of taking the 80% standard actions in 50% of the regular time. Then 50% of their time remains for the 20% truly unique things within a project.

HomeBlocks, which is for making prefabricated building components, is also part of this plan to enable cheaper and more sustainable buildings.

VORM also mainly focuses on building mixed-use buildings to provide a more lively living environment with retail, workspace, amenities, etc inside to enhance social sustainability.

1.2 Location analysis

Binckhorst is an industrial district with several office buildings and is located near the center of The Hague(figure 1.1 & 1.2), where great dynamism has emerged in recent years. Therefore, it is not surprising that it attracted interests in and out of the city and the ambition from the municipality is to transform the Binckhorst into a lively mixed city district where people live and work.

Figure 1.1: Binckhorst in the context of The Netherlands1

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Group 4 final presenation

Figure 1.2: Binckhorst in the context of The Hague (PosadMaxwan, n.d.)

Accessibility As shown in figure 1.3, Binckhorst is surrounded by three train stations: Den Haag Centraal Station, Den Haag Holland Spoor, and Den Haag NOI. Several bus lines connect Binckhorst with these stations, but the interval waiting time is quite long, which results in the less accessible of Binckhorst. At the same time, according to Anteagroup(2020), there is a lack of bicycle structure, pedestrians, and public transport inside Binckhorst. The busy Binckhorstlaan also physically and mentally divides this area into two parts and decreases internal accessibility.

Figure 1.3: Accessibility and commuting time from stations to Binkhorst 2

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Group 4 urban designer second presenation 5

INTRODUCTION PREPARATION

Identical architectures There are several monuments and identical architectures in Binckhorst as shown in figure 1.4, like Binckhorst castle, which represents the history, and Binck 36, which represents a successful transformation od old industrial building. The cemetery is also an important part of this area, which makes up the biggest green space in Binckhorst. What’s more, the harbor and surrounding factories are the most important components in Binckhorst industry, which can be used to enhance local identification in the future.

Figure 1.4: Identical architectures in Binckhorst (own illustration)

The existing function of buildings in Binckhorst, as well as amenities nearby, is illustrated in figure 1.5. It shows that the potential of developing housing, high-quality public space and commercial is huge. The location and water structure can also benefit the quality of new development here.

Figure 1.5: Existing function in Binckhorst and amenity nearby (own illustration)

Environment According to the analysis from environmental law advisor(figure 1.6), the most environmental restriction in housing development is noise from railway and high-way as well as nitrogen from heavy industries.

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Figure 1.6: Environment structure 3

SWOT for Binkchorst To summarize, a SWOT analysis is made as shown in figure 1.7 to show the possibilities and uncertainties of Binckhorst redevelopment.

In a word, the ambition of Binckhorst redevelopment is to create a lively mixed city district where people live and work. It has the potential to be built in a high-quality residential area with more job opportunities, however, it is also constrained due to the complicated context.

- Location close to the city center of The Hague - Good water structure - Identical architectures

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- Close to the city center and three railway stations - Development potentials - Flexible land-use plan (transformation) - Ambition from municipality

-Weak accessibility inside Binckhorst - Noise from industry - Lack of human-scale place and green space - No housing - Lack of amenities

-Environmental issues - Disconnection inside Binckhorst - New clean energy

Figure 1.7: SWOT analysis of Binckhorst (own illustration) 3:

Group 4 Law advisor second presenation 7

INTRODUCTION PREPARATION

1.3 Market analysis The development of real estate has a strong relationship with the market and demographic trends (Bouwinvest, 2020). To be more specific, demand is influenced by demographic and has a big impact on the market. Therefore, in order to analyze market conditions on housing, commercial and office, demographics should be conducted first.

Demographic On 1 January 2019, the Netherlands had close to 17.3 million inhabitants. The population grew by 102 thousand in 2018, mainly on account of migration instead of natural growth. The Hague locates in one of the fast population growth areas as shown in figure 1.8(CBS, 2019). This results in a huge housing shortage, which will be explained in the next part. While there is immigration down due to covid-19, emigration also declined at the same time, so it will not influence the growth of the population dramatically(CBS, n.d.a).

The Netherlands also faces the problem of aging, especially in corona crisis, there is a huge impact on the health care system. the existing age composition is shown in figure 1.9. The largest group of people are in 45-75, while 10 years ago this range is 35-65(CBS, n.d.b).

This change indicates that aging is one of the important trends and seniors’ needs should be emphasized in the development.

In the city level of The Hague, the population continue to grow in the coming years (figure 1.10), and the income composition will keep the same as figure 1.14 shows.

Figure 1.8: Population development per thousand inhabitants, 2018 (CBS,2019)

Figure 1.9: Age composition in the Netherlands 2020 (CBS, n.d.b) 8

Figure 1.10: Number of residents of The Hague(Municipality of The Hague, 2017)

Residential market At the national level, there are nearly 66 thousand new homes were built in 2018, almost 5 percent up on the previous year and the highest number since 2010. While at the same time, there is still 1 million housing shortage in the NetherlandsďźˆCBS, 2019). With the decreased supply of owner-occupied housing, the housing market becomes much tighter and depends highly on new houses offered for sale(NVM, 2019).

The average living area of the Netherlands is around 65 square meters with a large regional difference as shown in figure 1.11.

When it comes to the price, more than EUR 325,000 was paid for an average home in late 2019, up 8% compared to 2018. The tighter housing market directly leads to this increase and decrease the health of housing market(NVM, 2019). At the same time, problems also happened in rental market, while the average rent didn’t increase a lot, the supply of Figure 1.11: Average living area, 2017 (CBS, 2019) mid-rent housing dropped by 20% from 2016 to 2019 as figure 1.12 shows(NVM, 2019). This decreased the fluent of the housing market from social housing to mid-rent segment and then increased the tightness of social housing.

In the city level, the amount of dwelling in The Hague has increased in recent years. The Hague is also an apartment city with over one-third social rental segment as shown in figure 1.13. As the income composition was anticipated to keep the same as figure 1.14 shows, affordable housing will still have a huge market in The Hague. However, household composition changed drastically: an increasing proportion of people from The Hague live alone(see figure 1.15)(Municipality of The Hague, 2017). This trend aligns with the relatively small living space of Figure 1.12: Number of rental transactions below and the city and works as a basis in deciding the area of beyond EUR 1,000 (in%) (NVM, 2019) dwellings.

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INTRODUCTION PREPARATION

Figure 1.13: Housing stock by type and ownership situation of The Hague (Municipality of The Hague, 2017)

Figure 1.14: Income distribution (Municipality of The Hague, 2017)

Figure 1.15: Household composition of 2016 and 2030(Municipality of The Hague, 2017)

According to table 1.1, the desired increase is approximately 23,700 homes in the period 2018-2028.

The planned stock is 2,200 homes in the reservation system. This means that there is a shortage of approximately 21,500 homes. It can also be learned from the table that the demand consists of fo 44% of buying market and 56% of rental market. While in the rental market, 44% of the 56% is in low-income housing and 12% in free-market housing.

To sum up, taking the above residential market conditions into account, there are several points need to be considered in the housing development of Binckhorst: 1. Ensure at least 30% social housing.

2. Adding more mid-rent segment.

3. More small-area apartments.

4. Develop apartments instead of row housing.

5. Adjust the proportion of selling and rental according to the demand of The Hague.

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Table 1.1: Qualitative active housing needs in The Hague urban residential environments in the market area 2018-2028 (Anteagroup, 2020)

Retail Generally, there is an increase in retail vacancy in 2019 compared to 2018 as shown in figure 1.16. One way of transforming these vacant retail areas is to renovate to fitness rooms and gyms. While under the corona crisis, retail and fitness market is influenced by the corona measures. The economy is also in a trough as shown in the GDP declination in 2020 Q1 (CBS, n.d.c) Despite the decline of physical retail, online sales increased by over 62 percent in April 2020(CBS, n.d.d). Figure 1.16: Stores available for rent and sale (in This is indeed a chance and trend of future retail, numbers) (NVM, 2019) therefore, we can also take the combination of physical retail and online shop into account in our commercial development plan.

Currently, approximately 11,000 sqm retail floor space (LFA) for retail is available in Binckhorst. These are mainly home shops and do-it-yourself shops (in total approximately 9,900 sqm). The study shows that there is scope for expanding the retail trade in so-called 'bulky goods' by a maximum of 10,000 sqm. There is also room for small-scale retail trade, which is less than 300 sqm per location. This concerns a maximum of 3,500 sqm in the Binckhorst (Anteagroup, 2020).

Office On a macro scale, the office market is becoming tighter, especially in larger cities.

As shown in figure 1.17, compared to 2018, the office tightness indicator decreased from 5.5 to 3.1 from 2018 to 2019, which means there is a huge gap between supply and demand in the office market.

Whereas, under the circumstance that most people worked from home in the past several months, there is a trend in the demand market that part of the Dutch started to enjoy working from home.

According to Nationale Vacaturebank and Intermediair survey (2020), 53 percent of respondents are positive about working from home. 49 percent also say they want to continue working from home (partly) after the corona crisis as shown in figure 1.18. It also depends on the type of works,

Figure 1.17: Average office market tightness indicator (NVM, 2019) 11

INTRODUCTION PREPARATION

according to CBS (n.d.c), information and communication, education, financial services, specialized business services, and energy shared the most home-based workers.

The office market also shrank down due to the number of bankruptcy during the corona crisis, according to CBS(n.d.e), during the first 24 weeks of 2020, 1,787 companies and institutions (including sole proprietorships) were declared bankrupt. This is 66 more than in the same period last year and the influence of corona is still ongoing.

Figure 1.18: Work from home after and before corona crisis (National Vacancy Bank, 2020)

It doesn’t mean offices are no longer needed, but it shows the increasing demand for the live-work environment as well as smaller home-scale offices, which can be taken into account the program and market position of the development.

When it comes to Binckhorst, as it has strong industrial grace and the idea is to keep the local business there, the Municipal Executive proposes the city council to build a maximum of 27,000 sqm for new creative industries to extend its industrial characteristic. The new-built offices would mainly be smallscale, less than 1000 sqm, which results in 63,536 m² for new offices following the recommended scenario (Anteagroup, 2020).

Based on the above analysis, the job creation in Binckhorst would consist of existing businesses, new service commercial for added residential and office building, and innovative industries, etc.

Amenity Amenities, including school, daycare, fitness, and health care, etc should be added according to the reference value in figure 1.19 and the total number of dwelling in Binckhorst.

Figure 1.19: Reference values for social facilities in Rotterdam (Municipality of Rotterdam, 2020) 12

Due to Binckhorst is an industrial district so far, the amenities there(figure 1.20) are not sufficient and new ones are needed in the future according to the number of dwellings. Better connection between Binckhorst and surrounding areas could be a good solution in sharing the facilities in the early stage of the development.

Leisure The Hague has a relatively big composition in travel market as shown in figure 1.21. However, due to the corona crisis, it’s anticipated that investing in hotel market is too risky(CBS, n.d. a). Therefore, it would not be considered in the short term in development.

Figure 1.20: Health care and Education near Binckhorst (own illustration)

Figure 1.21: Non-resident at tourist campsites (CBS, 2019)

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INTRODUCTION PREPARATION

1.4 Development strategy SWOT of VORM Considering both the analysis of the Binckhorst site and the market, a SWOT analysis is conducted for making VORM’s development strategy in figure 1.22.

The strength is based on VORM’s rich experience in mixed-use and residential buildings are aligned with the ambition of Binckhorst to be a mixed district with more housing. As shown in figure 1.23, VORM currently two parcels in the southwest, which can benefit the financial feasibility. While it also a weakness because the area of these two parcels is relatively small. Other weaknesses are due to the limited budget as an independent developer and less experience in developing office. Opportunities mostly come from the vision of Binckhorst development, for example, it will be the new entrance of The Hague, increasing innovative cooperation, adding 10.000 more housing and sustainability, it allows VORM to come up with innovative and sustainable development strategies. While the threats mostly come from the environment and also from the corona crisis, which cannot be foreseen but has a huge impact on the market.

- Experience in housing and mixed-use building development - Full ownership of two plots in Binckhorst - Core values align with the municipality’s ambition

- Limited budget - Less experiences in developing offices - Full ownership plots are relatively small

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- Binckhorst as city entrance - Innovation corporation in the future - 5.000-10.000 housing to be added - Test ground for sustainability - A long-term relationship with the municipality

- Polluted environment - Noise from factories - Corona crisis lead to unforeseen market condition

Figure 1.22: SWOT analysis of VORM (own illustration)

FO-A FO-B-R FO-C FO-M FO-M-R FO-O TL-O PL-O PL-A TL-B

Figure 1.23: Land ownership of Binckhorst (own illustration) 14

In a word, the objectives of Binckhorst redevelopment of VORM are: 1. Mainly focus on housing, with 30% social housing, 30% mid-rent, and 40% high-end.

3. Developing mixed-use buildings and live-work units to provide more working opportunities and create a high-quality living environment.

3. Sustainability.

4. Target group: students, small-scale family, single apartments, etc, corresponding to the future position of Binckhorst.

Charette Placemaking is decided as the theme of our group vision as we can touch upon all different scales, including social level, urban level, building level, and human level. The five characteristics of successful places, namely 1. places meant for people 2. well-connected & permeable places 3. places of mixed-use and varied density 4. distinctive places 5. sustainable, resilient and robust places will be the main theory that guides the plan(Adams et al, 2012). For the Binckhorst area, we are going to start from scratch, through placemaking, we can renovate existing spaces or create newly livable, and meaningful places that offer various activities. The minimum and maximum placemaking scenarios are made in figure 1.24, also show the possibilities in both short term and long term.

Figure 1.24: Placemaking scenarios 4

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Group 4 Charrette presentation 15

1. Iconic building Binckhorst aims to be the new city entrance of The Hague, it’s an opportunity for the developers to create iconic buildings here so as to enhance the identification of both Binckhorst and ourselves. The Rotterdamsebaan tunnel would be the main road towards The Hague in the near future, and the entrance of the tunnel is near the plots that VORM has full ownership as shown in figure 1.25.

PREPARATION

INTRODUCTION

Strategy

Tunnel entrance

FO-C Plots

Figure 1.25: Tunnel entrance and FO-C plots (own illustration)

2. Placemaking with other developers In order to achieve integrated placemaking, we want to collaborate with other developers who have adjacent plots with us and work together on the green spaces and share some facilities to avoid fragmented development and increase the value of housing.

When it comes to building, our design strategy is align with the core value of Binckhorst development to keep its local identification. That is to say, industrial characteristics would be shown in the architectural language to connect the past and the future of the Binckhorst area.

3. Phasing As said before, due to the unforeseen market at this moment and the lack of budget as an independent developer, phasing is used to minimize the risk and finance the later phase with the profit from the earlier phase. The distribution of function in each phase will be independent to make the whole plan more flexible. The specific division of phasing would be discussed with all the other developers and municipalities in order to align with the vision and target groups.

In the end, we decided to develop as clusters in order to mitigate the impact of noise and odor from the construction site.

Role relationship and group dynamic A role relationship is made to indicate the cooperation structure from a developer’s point of view(figure 1.26). Developing Apart Together(DAT) is used as the collaboration model in this case, which means market parties develop individual sites within a bigger urban area for which a commonly agreed development strategy is in place. We will all have input to urban designers for them to adjust the plan according to both the vision and our demands(De Zeeuw,2018).

As the municipality owns most of the land in Binckhorst and our as VORM only owns two small parcels, it 16

Process Manager

Land Department

WHD(developer A) BPD(developer B)

Economic Affair

Urban Planning De.

VORM(developer C) Housing Association

Law Advisor

Urban Designer

Figure 1.26: Role relationship (own illustration)

is necessary for us to lease land from the municipality. There are several uncertainties in this process. Firstly, developers may compete on the same plots as all of us want to build more housing. Secondly, the municipality may require offices which is not in our comfort zone and is risky at this moment, it will lead to a high discount rate and decrease our residual land value. Thirdly, the motion from the alderman to build a prostitution center here will possibly decrease the housing value and also lead to low residual land value. There is also a dilemma in achieving sustainable high-quality building and paying a high land price to satisfy the land department, therefore, both the public and private parties need to take this into account and negotiate an acceptable price.

Negotiation strategy As said, despite there would be competition with WHD and BPD, we would try our best to seek for collaboration and to maximize the collaborative benefit and avoid the loss of time in the competition.

According to the conflict management style from Lousberg (2012), hopefully it would be the right above corner to achieve win-win collaboration, while we will try our best to avoid lose-lose avoiding by preparing some alternatives if we face competition in the end.

Figure 1.27: Conflict management styles (Lousberg, 2012)

For our main possible competition with the municipality, we would also prepare alternatives to mitigate the ‘lose’ because they have bigger competitive edge than us, developers, due to they own most of the available lands.

While for the joint negotiation between public and private parties, it is more complicated due to the number of roles lead to diverse and maybe opposite interests, so compromising in figure x would be the most realistic negotiation style in this case where all the roles need to contribute to the solution.

In a word, we will pursue a collaboration negotiation and go for a win-win or compromising result. However, if one of the roles in the game stop to devote to this style, we would respond appropriately. We will also keep in mind the time schedule and not compromise under time pressure so as to have a high-quality negotiation.

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INTRODUCTION

2.1 Result of negotiation VORM’s vision is to create a waterfront high-quality living environment so as to enhance Binckhorst’s image of the new center of The Hague. Livability will be extended from the ground level to the building inside through diverse open spaces, mixed-function like office, retail, catering and fitness, etc.

At the end of the day, our program includes housing 91.676 sqm, office 16.048 sqm, commercial 30.180 sqm, parking 31.319sqm (1605 slots), creative industry 6.878 sqm, amenity 3.080 sqm, and catering 3.200 sqm as shown in figure 2.1. The total amount of housing is 1300 units with 32% social, 25% mid-rent and 43% high-end, 63% of them are in the rental market and 37% in the buying market.

NEGOTIATION

PREPARATION

Chapter 2: Negotiation

Figure 2.1: Development plan and program (own illustration) 18

Program Housing 91.676 sqm 50%

50% Utilities 90.705 sqm

High-end 560 units

Social 420 units 43%

32% 25%

Mid-rent 320 units Buying sector

37% 67% Rental sector

3.200 sqm Catering 3% 3.080 sqm Amenity 3% 6.878 sqm Creative Industry 8%

16.048 sqm Office

18% 35% 31.319 sqm Parking

33% 30.180 sqm Commercial

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INTRODUCTION PREPARATION NEGOTIATION

To be more specific, the strategy for the south side (plot 11) is to focus housing, public space, amenities for mainly urban families, it’s done by BPD and VORM, both of us developed family-oriented dwellings together with school and daycare center as well as a series of family-friendly activities, like Fokkermarket(figure 2.2) in the middle and catering along the Boulevard(figure 2.3). The high-rise building besides Binckhorstlaan is the iconic building as said in the development strategy, to enhance Binckhorst and VROM’s identification. There would be 200 high-end units and 100 mid-rent units inside. The lower tower near that includes 50 social units. The homes with terrace in the waterfront are 100 high-end housing aiming for urban families as target groups. These dwellings share green facilities and markets here and of course also other public green spaces.

Plot 9(figure 2.4) would be the live-work environment with mixed-use building including 370 social units, 320 mid-end units and 260 high-end units together with 17.000 sqm commercial and 17. 000 sqm offices.

In order to provide more jobs and to make the plan more sustainable, 60% of the office spaces are for the creative industry. Part of the high-end units are also designed as home offices to correspond to the trend under the corona crisis. The ‘courtyard’ inside would be an outside sports space for the residents to meet and do exercise so as to stimulate the communication and liveability of this small community.

Phasing(figure 2.5): Our phasing is aligned with the group vision and the target group which will be explained in chapter 3. The main idea is to develop housing first and try to develop as clusters.

Figure 2.2: Fokkermarket (own illustration)

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Figure 2.5: Phasing (own illustration)

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INTRODUCTION PREPARATION NEGOTIATION Figure 2.3: Boulevard (own illustration)

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Agreements: (figure 2.5) Several agreements between VORM and other parties are made during the negotiation as shown in figure x, including number of dwelling, division of housing and utilities, collaborating on Fokkermarket, Boulevard, investing in bridge and developing part of housing together with housing association.

Figure 2.6: Agreements map (own illustration)

VORM Housing development together contract

Plot 11 placemaking agreement

Land lease contract

Housing association

Contribution contract

Land department

Municipality

BPD

2.2 Collaboration and confliction Negotiation schedule and result VORM attended several meetings in the negotiation phase and table 2.1 gives a overview of the schedule and content of these meetings.

Table 2.1: Meeting of VORM in the negotiation phase (own table)

Date 28/05/2020 02/06/2020 04/06/2020 05/06/2020 08/06/2020 08/06/2020

Roles

Theme and outcome

Role introduction Role vision introduction Municipality write document with plan requirements Group meeting Developers (+housing association) write document with plan Urban designers show their vision + moodboard for the area Towards a general vision of the development Developers and housing Define how much housing we want in the area. association Discuss the plot of the auction and the potential functions in there.

Municipality and developers give input to urban design Group supervision Developer A and C bid for plot 9.7.

Cooperation agreement for placemaking on plots 11 Developer B & C Agreement on individual target plots: plots 9.1 + 9.2 & 11.4-11.8 for Developer C, plots 8 & 11.1-11.3 for Developer B Environmental advisor, Discussed the problems + advise Developers C Role presentations

08/06/2020

Developer C, Housing association Partnership on social housing and part of mid-rent

09/06/2020

Developer C, Land department

09/06/2020

Discussion about cultural hub in plot 3.2; urban designer will present suggestions to municipality Urban Designers, Developers A, B Discussion about funding for bridges and public spaces - urban & C, housing association, Process designers will talk to municipality manager Proposal from Dev. B & Dev. C to keep events on the ‘plaza’ in plot 11 family friendly

Proposal, land acquiring feasibility

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INTRODUCTION PREPARATION NEGOTIATION Figure 2.4: Yard of plot 9 (own illustration)

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10/06/2020

11/06/2020

15/06/2020

16/06/2020

17/06/2020

17/06/2020

18/06/2020 18/06/2020 18/06/2020

Proposal Municipality (Economic 60%-40% housing and utility affairs, Urban planning, Land Shrink down dwelling number department), Developer C Invest in the cultural hub/bridge to have more housing Agreement on the amount of dwellings 5400 social/mid/high 30/30/40 residential/commercial around 60/40 Developers A,B,C, Financing of public spaces developers are willing to help and Housing association presented what they can do, the exact division still needs to be done.

Municipality Developer A and C bidding on the plots will be finished on Monday.

Process manager (16/06) Municipality asked for half of the utilities should be office but was declined by developer because they didn’t say this rule in advance.

First discussion on land price, didn’t reach a final result. Land Developer C, Land department department ask for whole excel sheets.

Final discussion on land price, take residual land value in excel sheets as the land price.

Developer C, Land department Bid result: developer A win because their plan is plot 9.4-9.7 while developer c’s is only 9.7.

Developer A, B,C and housing Solving the misunderstanding on price on social housing and midassociation rent.

Agreement on reduce 100 housing, which is on the bit plot. This is not in the previous agreement but developer C came up with a solution to Developer C, municipality reduce all these 100 dwelling in mid-rent to avoid all the developers and housing association redo the calculation Final agreements on develop together on all social units and 100 midDeveloper C, housing association rent units on plot 11.

Final price deal.

Propose to municipality to reduce parking rate for social housing so Developer A B C, housing as to solve the miscalculation. association, municipality Reduce parking rate of social housing from 0.7 to 0.3.

Group meeting

Discussion on phasing

Revise reservation number Part 1: joint (total number, function division) The most important session of our negotiation is to revise the number of dwelling in the reservation system.

All the developers, housing association and municipality worked together on that and held several meetings to discuss the feasibility that as shown in table 2.1. The result is to change the available reservation from 1785 to 5375. It was decided by the following steps:

1. Developers show our proposals regarding concept vision and the number of housing we want to build.

VORM proposed 1800 dwelling with 30-30-40 division in this step on plot 11.4, 11.6-11.8, 9.1, 9.2 and 9.7. The feedback from the municipality was to decrease the number of housing and meet a requirement on 60% housing and 40% utilities, which is not align with my proposal because VORM as a housing developer proposed around 75% housing. The municipality also provided an alternative: if the developer can invest in public spaces, the area of utilities in their own program can be decreased.

2. We adjusted our plans to 1500 housing in total and had a meeting with the municipality and housing association. According to the housing association, who will buy all the social housing of developers and is the only one who has a specific budget, her capacity is 1550 social housing and wants to keep a 30% of social housing. As a result, the total number of new housing that can be added would be 4650.

Then the municipality decided they want to add 5200 new housing. At that moment, the proposals from the developers are around 6400, which is way higher than the reservation number. Three of us made an agreement on decrease the number, WHD from 2800 to 2350, BPD from 1900 to 1700, VORM from 1500 to 1400, ended up in 5450, including 100 dwellings in plot 9.7, which will be a bid between WHD and VORM. The municipality agreed on this number although it’s around 1000 above the housing association’s capacity.

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INTRODUCTION PREPARATION

3. Regarding the bid, VORM submitted the land value of plot 9.7 whole WHD submitted plot 9.49.7 as a whole, so land department decided to give the land to WHD. In the same meeting, VORM and land department also reached an agreement to keep the 1400 housing and we’ll add the 100 dwellings to plot 9.1 and we also informed urban planning department and economic affair in a later group meeting.

4. After the negotiation, economic affairs went to VORM to ask us to decrease the number of dwelling from 1400 to 1300 because we lost the bid while we insisted we only bid on plots instead of reservation number, after a discussion we came up with a solution to decrease 100 mid-rent and keep the number of social housing the same. That is a compromise of time pressure. The change of social housing will influence the housing association’s purchasing price and lead to the recalculation of other developers, it is not a wise decision as we are already in the elaboration phase. Consequently, our division of social-mid-high became 32-25-43.

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5. At the end, the total number of dwelling became 5375, with 30-28-42 as shown in table 2.2.

Table 2.2: housing program of developers

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Fokkermarket(Appendix 1) As Fokkermarket located in between BPD and WORM's plots on plot 11, we made an agreement to develop it together and align it with our family-friendly concept of plot 11. We also made an agreement with the municipality to invest together on that for €900.000.

Boulevard(Appendix 1) As all developers have land besides Trekvilet, where the boulevard located, we’ll in charge of the part on our own plots and follow the vision from the urban design. The phasing of boulevard would align with the phasing of the relating plots and be finished by phase 3.

Bridge(Appendix 1) There are three bridges in the urban design, as VORM didn’t plan program in the east side of Binckhorstlaan, we will not invest in the bridge cross that. We made an agreement with BPD to invest together on the bridge cross Trekvilet because it can improve the accessibility of our plots.

Housing (Appendix 2) In the end, VORM made an agreement with the housing association to develop together on 420 social units on plots 11.6 and 9.2, as well as 100 mid-rent units on plot 11.8. Theoretically, it can benefit us with a lower land price but in practice the land department didn’t use the price/GFA/function so the benefits are not shown in our case. But we are still happy to collaborate with the housing association as one of the core values is to build affordable housing.

As said above, the final number of housing reservations is way higher than the housing association’s capacity, it leads to a low price of buying social housing as €2.300/sqm. What’s more, this price included parking, which is realized by us at the end of the negotiation. It was not acceptable because the price is even lower than the construction costs. At last, we went to the municipality and proposed to reduce the parking rate of social housing to fulfill the finance gap. After discussion, the parking rate was lowered from 0.7 to 0.3 and then we will build all social housing almost without profit(1% net property return).

Land acquirement (Appendix 1) - Auction VORM attended the auction of plots 6.3 and 6.4 but made a mistake in calculation, so in the end, the winner was transferred to BPD who is the second-highest price.

- Land price The land price was decided by the land department almost without a negotiation. At first, I sent him my price and looked forward to his price. However, the land department decided to ask all the developers our whole excel sheets to see our residual land value. It resulted in a lack of negotiation and discussion on land prices according to our contribution to energy neutral, developing amenities, social and mid-rent housing but shrink down the negotiation time.

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2.3 Feasibility Financial feasibility(Appendix 3) There are several financial aspects that need to be taken into account in the financial feasibility calculation. Firstly, as an independent developer, we do not have bank support so the risk premium would be higher than BPD. Secondly, we pursued different expected property return for different programs within a range of 6% to 12%. To be more specific, the program on plot 11.6 is social units with commercials, the discount was set as 6% because it’s low risk and our ‘non-profit social housing’ agreement. The normal expected IRR would be 10%, which is applied to plot 11.7, 11.8, and 11.4. While for plots 9.1 and 9.2, we added 17.000 sqm offices and creative industries as well as 17.000 sqm commercial to meet the municipality’s requirement, which is risky at this moment according to the market analysis. Therefore, the expected IRR was 12% with a higher risk premium than other plots.

Our final proposition of social-mid-high is 32-25-43 as said above, which includes 2% more social housing and 5% less mid-rent than expected. This is due to the adjustment of the bid plot and is a compromise under time pressure. But it still meets the requirement of at least 30% social housing and 20% mid-rent.

Actually, although we have more high-end dwelling than expected, it’s more financially feasible to do so in order to fulfill the profit gap led by selling social housing at a non-profit price.

When it comes to sustainability investment, the ambition of the municipality is to have all buildings achieve energy-neutral. That is also aligned with our goal and in our financial plan because the later in the process the implementation of sustainability is started, the more costs it entails. We ended up in around 10% of the total investment that was reserved for sustainability, which is around €200-250 per sqm. Originally it could be a good argument to lower the land price, but finally, we talked this with the land department and he agreed on this measure and accepted the relatively low residual land value after the sustainability investment.

Risk analysis of VORM Several uncertainties of our development plan were identified according to our program, phasing and market analysis. Their impact on our financial feasibility and how can we mitigate are listed below in table 2.3.

Table 2.3: Uncertainties and their impact on financial feasibility and how to mitigate (own table)

Uncertainty

Impact on financial feasibility

Mitigation

A d j u s t m e n t o f Based on the land price we paid now, the Negotiate on the land price in a transparent phasing(construct 9.1 and property return would be changed: manner if the municipality asked us to 9.2 in phase 1, 11.6-11.8 in plot 9.1, 9.2: 12% → 18% adjust the phasing. phase 2, 11.4 in phase 3) plot 11.4: 11% → -4% Pursuing on lower construction costs plot 11.6: 6.1% → -6% index by trying to make agreements with plot 11.7, 11.8: 16% → -4% contractors.

It is mainly due to the incredible increase Adjusting the phasing to make each project of construction costs every year. as independent as possible to increase the flexibility Delay

O b v i o u s d e c r e a s e i n p r o f i t d u e t o Trying to make buffer of all the emergency increasing construction costs. that may lead to delay.

Covid-19

Longer period of selling out office and Planning flexible using of office and commercial because of the increase of commercial corresponding to the demand bankruptcy of entrepreneurs (CBS, n.d. of market. (e.g., online shop studio, lived). work units, etc) Lower the value of housing/utilities we P r o a c t i v e l y w o r k t o g e t h e r w i t h t h e developed municipality with the development of infrastructure.

Insufficient infrastructure

Environment (heavy industry Lower the value of housing/utilities we Constructing buffer of noise, bad air quality, on-site and high-way) developed etc.

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2.4 Reflection on negotiation

Our initiative was to proactively collaborate with the public party and other private parties and to think one step earlier to avoid compromise under time pressure to ensure the quality of the negotiation. Generally, it went smoothly and both public and private parties contributed to the whole plan and public spaces. However, it ended in a quite hurry pace and led to some results without mature discussion. For example, the municipality didn’t think deeply about the financial feasibility behind it when making decisions because they didn’t do calculations. Another consequence of this is that they allowed WHD to have 23% mid-rent housing and 66%34% housing-utilities division because they donated €4.5 million to the public spaces which can be easily earned back from high-end housing. Finally, the 30% mid-rent housing goal wasn’t meet and the same with the ambition that half of the utilities should be office, which is due to the late proposal from the municipality when all the developers are finished our proposals.

Regarding the biggest ‘conflict’, the number of housing reservation, although several accidents happened, like over budget of the housing association, non-profit social housing development and low parking rate of social stock, we finally could develop 5375 units in total, which can help with releasing the housing shortage in The Hague. When we reflect on this process, I think we’d better spend more time negotiating on the number of housing and think carefully. Otherwise, we will spend more time to resolve the mistakes we made under time pressure.

Regarding the land price, we didn’t really have a traditional negotiation with the land department but have an open book discussion, it is fine by us because the municipality didn’t say no to our prices and thought they are reasonable. However, it is not so realistic where the land department would also have a calculation according to our program. It also makes the collaboration with us developer and housing association less meaningful, because we collaborate for lower land prices but the land department didn’t use the program price. But it’s also good to have this collaboration because in this way we have a low risk of selling the units.

To conclude, all the roles worked out well in the end and react to the problems and mistakes timely. The socialmid-high ratio is 30-28-42, having 2% less mid-rent and 2% more high-end, but developers contributed to the public spaces and infrastructures to compensate. In the end, we all achieved our profit goal and have a winwin collaboration. The urban design plan is also aligned with our ambitions and the vision of Binckhorst.

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Chapter 3: Elaboration and Development Plan

3.1 Introduction of The Binck Link!

Since the 20th century, The Binckhorst has been an industrial area for The Hague. New harbors were built during this period to support its function. From the 1970s , some industries were replaced by large office buildings but limited housing was realised (Verbruggen, 2019). The Binckhorst area is characterised by several unique buildings as well as its water structure. Furthermore, it is split in half by the large motorway of Binckhorstlaan, which is currently being transformed into a highway exit through the Rotterdamsebaan.

Lastly, a large cemetery is located at the center of the case area, between Zonweg and Wegastraat.

1.1 Vision The Binck Link! aims to become a vibrant neighbourhood of the Hague where a high level of modernity meets industrial heritage, where Holland meets The Hague and where The Hague meets the Binckhorst.

All walks of life will come together. The Binck Link! will be a place of connection, a pivot in the urban fabric from Binckhorst to the Hague and, through the Victory Boogie Woogie Tunnel, to the entire country.

Therefore, The Binck Link stands for linking time, which connects its past industrial identity to the future of working and living; linking places, through providing better connection from the case area, to The Binckhorst, The Hague, and The Netherlands; linking people, by accommodating diverse users, through the linking of activities. Finally, this ambition can be achieved through linking the expertise of the various actors represented in The Binck Link and using place-making as the main tool.

Place-making Currently, the Binckhorst is lacking features that are attributed to a livable place. As the central theme for the development, the project will utilise place-making to improve connectivity, social inclusivity, and livability, creating an innovative live-work environment with its unique industrial grace.

Linking Time: Shaping Identity The Binck Link! aims to preserve its industrial character while adjusting to future demand, transitioning from the old-heavy industries towards local home-based industries. The unique character provides a red thread from the past, and creates a sense of belonging for the current and future residents, which happens through recognisability. Some buildings have a unique industrial character that will be preserved as a placemaking element of the area. The water structure is an integral part of the industrial harbour function the Binckhorst has, therefore enhancing the water experience is aspired. Moreover, water creates a higher land value for future development (Nelson et al., 2005).

Linking Places: Improving Connection The case area is enclosed by the Trekvliet and the Binckhorstlaan, The Binck Link! aims to connect with the surrounding areas, the city and the country. Through providing better linkages for various modes of transportation. Improving accessibility also creates a safer environment, enhancing its livability, and thus improves the Binckhorst’s overall value (Adams & Tiesdell, 2012).

Linking People: Creating Diversity and Social Inclusivity

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A diverse Binckhorst, both socially and visually, is desired. Diversity is not only a philanthropic goal but also improves spatial quality (Jacobs, 1961). This subsequently invites people to linger more in the public realm and increases social contact dramatically (Gehl, 1971) . The buildings will be primarily mixed-use to further help this aim. However, the west of the Binckhorstlaan will consist of mostly housing, while this function will gradually change into commercial going east.

Linking Activities: Enhancing Liveability As The Binck Link! aims to create a livable environment, several public and green spaces will be added to the site. Placemaking and connecting can be achieved through activities, not merely by physical interventions.

Each public space will have its own unique identity and events throughout the year to attract people and improve public perception and subsequently bring residents together. The currently poor walkability of The Binck Link! will be transformed into a pedestrian-oriented area and, along with the activation of its plinths, creating a city at eye level. The Binckhorst will be active, vibrant, permeable and attractive.

In addition, sustainability is also one of the important frameworks of the transformation in The Binck Link!.

Energy-neutral development will be stimulated along with circular industries and initiatives like urban farms, as well as balancing out peak water and heat demands through the interventions on water and green structure.

Focused not only on the physical intervention, an attractive sense of place in the Binckhorst will also be created through its activities and events and consequently creates a better connection with its residents. The Binck Link! creates a sustainable city at eye-level through place-making and linkages to enhance livability for the people and its society, and through its industrial vibe, serves itself as the gateway of The Hague.

Figure 3.1-1: The Binck Link! Vision5

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Figure 3.1-2: The Binck Link! Vision5

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1.2 Market and Target Groups Industrial architecture, with their edgy and hip character, may be attractive to the young generations.

Hence The Bink Link! in its earlier phases will focus on housing, amenities, and events for start-ups, students and young families. Other target groups will be drawn to the Binck Link! naturally when it becomes a successful place, see figure 3.2.

Figure 3.2. The target groups of The Binck Link!5

1.3 Zoning of The Binck Link!

Figure 3.3 shows the zoning plan. Along the Trekvliet canal, the residential zone is situated combined with several leisure functions. Moving towards the Binckhorstlaan, the function shifts towards more commercial and mixed-use. On the other side of the Binckhorstlaan, there are cultural and leisure zones. Focused on communities, the cultural zone is located at the heart of the area. Leisure and mix-use functions are also planned along the Binckhorstlaan, creating a lively area near the main road. Moving towards the rail tracks, the industrial and office zones are placed. Between the existing cemetery and the office zone, the agricultural zone has been added.

Figure 3.3: Zoning in The Binck Link!5

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3.2 The Development Plan A development plan was made based on the vision and target groups. The Binck Link! redevelopment plan is focused on place-making as the main thematic area. Through place-making, social inclusivity, and livability will be achieved and thus create a resilient and innovative live-work environment with its unique industrial grace.

The following subchapters will dissect the spatial concept of The Binck Link! through place-making activities, followed by the program divided into six categories; (1) housing, (2) offices, (3) retail and leisure, (4) amenities, (5) mobility, and (6) water structure (see also figure 3.4).

Figure 3.4: Functions in The Binck Link!5

2.1 The Binck Link!: Designing at eye-level Through place-making activities, planners and actors would design and create a place based on the people and their values and thus create a community through the emergence of place. Place-making enables the actors to collectively envision and reinvent its public spaces to become the heart of their communities.

Transitioning towards a more urban context, The Binckhorst is focused not only on its physical and functional environment but also on the environment of experience. Place-making can be achieved through the creation of well-connected and distinctive public spaces, as well as implementing plinths to increase its safety and the positive experience on the eye-level (Adams & Tiesdell, 2012; Stipo, 2016). The Binck Link! serves as an entrance gate of The Hague, since it is located at the border of the municipality. Visitors and daily commuters will enter The Hague from Rotterdamsebaan through The Binck Link!, hence this transformation provides a spatial experience of entering a vibrant urban district. Upon entering The Binck Link! from the tunnel, a lively community center, the vibrant plinths and plazas, as well as an iconic building can be seen.

The Binck Link! provides six unique public spaces (as shown in Figure 3.5) that are spread throughout the case area to actively create a safe and well-connected space, thus serving as a catalyst towards an inclusive livable community. These six public spaces will be built along with the redevelopment of The Binck Link! area, in which the detailed phasing schedule will be explained later in section 3.3.1.

Fokkermarkt Community is the foundation of the place-making process (Stipo, 2016). Creating communities should be central and in line with the development of dwellings in The Binck Link.

Fokkermarkt is a plaza that emerged along with the first batch of the new residential spaces in The Binck Link! redevelopment area.

Therefore, this plan provides a suitable space for the creation of communities in the new residential area. Fokkermarkt is planned to host small-scale resident-led event spaces, weekly markets, and a meeting place for all the residents living in the vicinity.

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Fokkermarkt is connected with other places that are planned to be built, including the Trekvliet Boulevard by passing through the horeca spaces, and the Mondriaanplein by walking through the green belt of Binckhorstlaan and the Binckhorstlaan Bridge.

Mondriaanplein Mondriaanplein is a cultural and community-led community center that is planned to be built in an accumulative manner, an organic growth along with the growth of the community in The Binckhorst.

Named after a famous Dutch painter Piet Mondriaan, this plaza is located near the exit of tunnel Victory Boogie Woogie, which is one of the famous paintings of Mondriaan. Upon entering The Binckhorst from this tunnel, the visitors will be greeted by the iconic Binckhorstlaan Bridge that goes directly to the vibrant cultural center.

The development of Mondriaanplein starts with creating a plaza and modest building to accommodate local workshops and mini-exhibitions to display all the things happening in the whole Binckhorst area. This is an opportunity to promote other creative industries that happen near the vicinity, namely startups at BINK36 and the small industries that exist in the Caballero Factory. Through this movement, it is hoped that the creation of Mondriaanplein could bring larger areas of The Binckhorst altogether by showing what The Binckhorst really is. In the later phases, the development can also be continued by enlarging and extending the previous building, to provide places for small industries that emerged by the workshops and the creation of the communities.

Mondriaanplein is connected to other nodes in The Binck Link!.

It has a direct connection to the Remembrance Park, and the Binckfarm will also be accessible through a well-developed pedestrian route through Wegastraat.

Figure 3.5: Six public spaces in The Binck Link!5

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Binckfarm The Binckfarm provides local fresh-grown products from The Binck Link! residents, to the residents, by the residents. A large scale of urban farming will be created in the currently unused space of the cemetery and could be accessed from the cemetery as well as from the main pedestrian lanes in Wegastraat. The Binckfarm aims to provide its residents with the local products grown by the community itself, as well as to elevate the spatial area surrounding the offices. In a later stage of the redevelopment, if this urban farm produces a high quality of fresh-grown products, a market will be developed facing the Wegastraat to sell these products to the larger customer scope.

Remembrance Park In The Binck Link!, the current cemetery is modified to be a Remembrance Park while still retaining its main function as a cemetery. Currently, the cemetery is already quite dense and there will be a crematorium built near the main entrance.

The Remembrance Park is a cemetery that also provides a serene place for the public to visit. This particular park is planned to be developed in the latest stage when the whole area of The Binck Link! has grown to a lively place with its strong communities and active events. The modification includes improvement of the connectivity from Mondriaanplein to Binckfarm and adding more benches in the free spots. The cemetery is currently owned by Stitching R.K. Begraafplaatsen, and modification in the later phase when the place has fully grown will ensure more collaboration between stakeholders.

Universe Park Located in the northern border of the case area, this square provides a leisure space for the office workers and also serves as a space for events with louder noise production such as outdoor cinemas, summer fairs, and other suitable events. By encouraging activities in this square, it increases the livability of this area that would otherwise be rather empty outside the office hours.

De Trekvliet Boulevard De Trekvliet Boulevard is located along the Trekvliet canal. Providing a nice walkway with the view of the canal and the Laakmolen windmill, this boulevard provides a connection from retails and horeca space near Fokkerhaven and Fokkermarkt to the “Waterfront Park Binckhorst” that will be built in the northern part of The Binck Link! case area. In De Trekvliet Boulevard, residents and other visitors can stroll along the canal or picnic in its wide recreation space. This boulevard is hoped to improve the quality of life of its residents.

The conscious interventions of place-making activity are not only achieved by providing physical attributes. The experience of a place is also created through the functions and the diversity of activities in each designated place. In The Binck Link!, a non-profit organisation “The Binck Link community group” will organize events and activities, with the support of the municipality. Table 3.1 provides an overview of the diverse activities that can be held in each public space in The Binck Link!.

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Table 3.1: Various events that can be held in each of the public spaces5

Based on Adams and Tiesdell (2012), creating distinctive places is one of the main characteristics of a successful place. Each of the six public spaces in The Binck Link! provides different identity and character, that will create movements at eye-level within the case area, and thus enhance the livability of The Binckhorst. The Fokkermarkt as a square within the residential towers provides spaces for daily and weekly events for its residentials, while the Mondriaanplein is designated to be a more cultural and community-based center. In the Remembrance Park, the current cemetery area is transformed to be more livable and open to the public while still retaining its original function. On the other hand, the Binckfarm provides agricultural space for the residents, and hopefully for the larger communities of The Hague in the future. Universe park provides an urban square for the office workers and serves as gathering space to enhance the livability of the area outside office hours. De Trekvliet Boulevard provides a connection to the northern part of Binckhorst, as well as to improve the quality of life of its residents that are mainly located in this area.

The speciality of these public spaces also lies in their ability to grow over the years, adapting and adjusting to the development of the whole area and its people. The plan provides flexibility and room to grow along with the growth of the community, being dynamic and organic.

2.2 Housing Because of the big housing shortage in the Netherlands, a lot of new housing needs to be developed (Woonbond, 2019). This is also the case for the Binckhorst. Therefore, the biggest part of the area development consists of housing. In this plan, a total of 5,375 residences are going to be developed.

These residences are developed by The White House, BPD, and VORM in collaboration with Staedion (housing association). The distribution of housing can be found in table 3.2. All social housing, a total of 1648, and 17% of the middle segment dwellings will be managed by the housing association Staedion.

42% of all housing is owner-occupied and 58% is designated for the rental sector.

Table 3.2. Distribution of residential development in the Binckhorst5 38

The residences can mostly be found in the residential zone near the waterfront described in section 1.3 zoning (see figure 3.6). Near De Trekvliet Boulevard, the developers are only allowed to build on 40% of the land, so the area becomes as green as possible. The buildings are high at the Binckhorstlaan and lower towards the waterfront. In the more working oriented area housing is developed as well, so housing is spread all over the area. All residences are built energy neutral and include multiple parking spaces.

Figure 3.6: Housing in the Binckhorst5

2.3 Offices 74,337 m2 of office space is included in the current development plan (figure 3.7). These offices are incorporated into several buildings. The majority can be found in the working oriented area. These offices are needed to develop a mixed-use area with different usage. Along with the cemetery some small office space can be found and 50% of office and workspace for the creative industry. The offices can be used as traditional offices, co-working spaces, and also be used by start-ups. The already existing business activity that is now located in the Binckhorst will be retained as much as possible.

Figure 3.7: Office in the Binckhorst5

2.4 Retail and leisure To make the area as livable as possible, the emphasis is found on the eye-level. Along the Binckhorstlaan, only retail and leisure can be found on the ground floor and some floors above, the so-called plinth (figure 3.8). This is also the case for the buildings towards the water. Stipo (2016) mentioned that activating plinths are central to creating an attractive urban space. In total 74,253 m2 commercial space will be realised. This includes shops and restaurants, but also fitness facilities. So, the plinth is as vibrant as possible and accessible for residents, employees, and visitors.

Behind the high buildings of the Binckhorstlaan, towards the train tracks, there is a Food Factory that consists 39

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of restaurants and bars to have a drink or snack after work or during the day. These restaurants and bars will be located in already existing buildings surrounding a square. These buildings have a semimonumental status and therefore contribute to the industrial character of Binckhorst. By using already existing buildings with a new purpose a smaller impact is made on the environment.

Figure 3.8: Retail and leisure in the Binckhorst5

2.5 Amenities Last, the amenities will mostly be located at the plinths to create vibrant activities at eye-level, to create a positive experience for the users (figure 3.9). This includes most of the place-making areas, such as the Fokkermarket, Mondriaanplein and the Remembrance park, but also a school and daycare are built.

Besides, the water and green structures around the castle give the castle a more prominent place in the Binckhorst (see also section 2.7 Water structure) and a police station is planned near the train tracks.

The emergence of daycare and kindergarten in the plinths of residential zones creates a livable environment in the residential area during the day, and the noise emitted from these two social functions will not disturb the working activities in The Binck Link!, since it is located far from office spaces.

Extra above-ground parking is built to allow the employees to come to the Binckhorst by car. In this parking, but also within the buildings where parking is included near the residences, “one-way� shared cars are introduced. One-way carsharing means that publicly available cars are offered throughout the city without a fixed location. The municipality provides a subsidy for this new use of cars (Gemeente Den Haag, 2020).

Figure 3.9: Amenities in the Binckhorst5

2.6 Mobility For the Binckhorst area, mostly slow traffic (bicycle and pedestrian) and public transport need to be improved. In the case area, three hard boundaries are designated that do not connect the area, both in and outside the area(figure 3.10). First, the area is split in two by the Binckhorstlaan. This street is hard 40

to cross by cyclists and pedestrians and will be more difficult once Rotterdamsebaan operates. Secondly, the case area is closed off on two sides, by the water and the train tracks. For the development plan, three bridges are proposed; one crossing the Binckhorstlaan, one crossing the water, and the last crossing the train tracks.

All bridges serve cyclists and pedestrians. The bridge crossing the Binckhorstlaan will end at the cultural centre. So, Mondriaanplein, both figuratively and literally, connects the housing and working area.

Because a lot of housing is going to be built in the area, more and larger traffic flows will arise. First, the already existing bus lines will be expanded. Secondly, a new tramline is proposed, that moves from Den Haag HS station to Voorburg station. Trams have a high capacity and are a sustainable alternative for busses.

To make the Binckhorst more exclusive, a water taxi is proposed from Den Haag HS station to De Trekvliet Boulevard.

Figure 3.10: Mobility5

2.7 Water structure The history of the Binckhorst shows a huge connection with water. The Trekvliet has been in the area since medieval times and the emergence of bigger industries in the 20th century created a need for new harbours. Therefore, maintaining the current water structure is an important element of the design.

The existing three arms of the Trekvliet through the residential neighbourhood will be enhanced, and a fourth waterway will be added. First of all, high-end housing where people can dock their boats Figure 3.11: Water structure5 directly to their own homes around the existing inlet on the Uranusstraat will be developed. Secondly, the castle moat to the Trekvliet will be extended and the current ditch along the Wubbo Ockelskade will be enhanced to a beautiful singel. Finally, the Fokkerhaven is a distinctive harbour with industrial qualities. Here the current horeca function will be enhanced with more quality restaurants. Moreover, a piece of water will be added to enclose the cemetery, to separate it from the urban farm and create a water buffer for irrigation. (figure 3.11) 41

3.1 Phasing The phases are separated based on the target group and the financial feasibility of each market party (Figure 3.12). It is estimated that the development period of a plot is four to five years, including preparation, construction and selling. There is also some overlap between the phases. Based on the proposals from all developers, the whole development of Binckhorst is divided into three phases, namely a place to settle, a place to create, and a place to live and grow.

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3.3 Strategy

Figure 3.12: Phasing of the Binck Link subprojects5

Phase 1 (2021-2025): Place to settle In phase 1, the municipality aims to mitigate the huge housing shortage in The Hague by adding more housing in Binckhorst. The target groups are starters, students and families, who are more drawn to settle in the Binckhorst. Therefore, all three developers start with the plots in the residential zone to build family-oriented housing and social housing with retail and amenities like daycare, gyms, and schools. Starting in this area is also necessary from the perspective of land-tenure: most plots owned by developers are located here, and other plots are directly available for sale from the municipality. De Trekvlietboulevard and Fokkermarkt, as well as some restaurants and cafes, will also be added near the canal to offer an attractive living environment. During this phase, the two bridges (across the Trekvliet and Binckhorstlaan) will be built to provide better accessibility from this residential area to other parts of Binckhorst and the city from the onset of the project. At the same time, the Mondrian square will start in an incremental manner with a less initial investment.

Phase 2 (2025-2029): Place to create After developing 1,935 dwellings in the first phase, the second phase is focused on providing more work opportunities, enhancing local identification and diversity in the Binckhorst. Developers do this by focusing on creating more commercial spaces, offices and areas for the creative industry. In this phase, all three developers plan to build mixeduse buildings with housing, retail and offices. In addition, BPD will build the food court on plot 8. The Mondrian square and cultural hub will be finished in this phase to work as a community centre of residents and to attract tourists. The Binckfarm will also start in phase 2 to contribute to the sustainability goal and also attracting visitors from other cities. Other infrastructures, like the tram line, will start to be built in this phase to improve the accessibility of the Binckhorst area.

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Phase 3 (2030-2035): Place to live and grow The third phase can be seen as the ‘grande finale’ of The Binck Link! project. During this phase, the tramline will be put into operation, and the bridge connecting the Binckhorst with Voorburg will be constructed. In addition, the cultural hub ‘Mondriaan square’ will be expanded, and the Binckfarm will get its own organic restaurant. The Universe park will be developed next to the police station, which derives its name from the outdoor cinema it will host. The developers VORM and White House Development together will finish the construction of 2,453 dwellings, while BPD will focus on developing 58,000 m2 of corporate and creative-industrial real estate. In 2035, all developments will be finished, making the Binckhorst a new well-connected center for its surrounding residential neighbourhoods. The Binckhorst will be a popular place to be due to its vibrant mixed-use and distinctive industrial place-making.

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3.2

Collaboration strategy

The collaboration strategy that will be implemented in the Binckhorst area is closely related to the land ownership of the municipality of The Hague. The municipality owns a lot of land and has already issued a lot of plots in leasehold. For the various developments, the municipality will conclude collaboration agreements with private parties to further develop the area. The collaboration agreements will eventually lead to leasehold issues.

The municipality will conduct land exploitation in which the income from these issues will end up. In addition, contracts will also be concluded with developers (anterior agreements) for their contribution to public works. This is a private law agreement, just like the leasehold issues that lead to private law leasehold agreements.

Any land development agreement that is closed for the determination of an exploitation plan is an anterior agreement. Via private law, whereby (financial) agreements are made on the basis of an (anterior) agreement about the plan of the private initiator. Although the anterior agreement is an instrument for cost recovery, the content is broader. The agreement includes all aspects of the project, such as the public space, the extra bridge that will be constructed, environmental law aspects, payment dates and securities and building real estate (Akro Consult, Instituut voor Bouwrecht, NEPROM, Ministerie van Binnenlandse Zaken en Koninkrijksrelaties, & VNG, 2019).

3.3 Scenarios For this project, a scenario analysis is conducted. Scenario analyses are used to draw possible, plausible futures, based on uncertainty.

They are needed to make decisions for the project. One of the main features of scenario analyses is to illustrate risks (Lindgren & Bandhold, 2003), which will be done in the next section.

In a scenario analysis, two possible trends are taken into account, in which each trend has a relatively large bandwidth and therefore can have a low or high impact in the future. This leads to four scenarios (Lindgren & Bandhold, 2003). In this case, the trends of urbanisation and economic growth are taken into account. These trends are relevant because the demand for urban functions in the Hague is great at this moment and the COVID-19 situation seems to have a great impact on economic development (see figure 3.13).

Undeveloped centre In this scenario, urbanization is high and economic growth is low. This means that there is a lot of demand for housing commercial functions. Developments will still take place but a shortage of investment space and employment rates are expectable because of the low economic growth or economic shrinkage.

The low employment rate leads to an undesirable distribution of city functions. The uncertain economic development will lead to a poor overall quality level. Only basic investments will be done to prevent investments from being loss-making.

Developed centre In this scenario, both urbanization and economic growth are high. Demand to all functions is high and enough investment capacity is available to realise new developments. Therefore, it is possible to get the desirable distribution of functions in the area. As a lot of parties are willing to invest a lot of money, it is likely that the area will be densified and the infrastructure has to be upgraded. In return, the developing parties will probably invest in the surroundings of the area.

Undeveloped suburb In this scenario, both urbanization and economic growth are low. Demand for new functions and employment is low and there is no money to invest. The area is expected to be untouched and maybe even to run down.

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Developed suburb In this scenario, urbanization is low and economic growth is high. There will not be a lot of demand for city functions but there is for employment. Because of its strategic location, a few high-end houses can be built and probably will be sold to some prosperous people that profit from economic growth. This will probably not add a lot of commercial functions. Especially spaces to work are expected to be developed to satisfy the demand for employment.

3.4 Risks In the previous section, a few risks are already identified, such as the COVID-19 crisis, an undesirable function distribution and insufficient infrastructure. Next to that, political change, for instance, is a risk. Table 3.3 gives an overview of how these risks can be mitigated.

Table 3.3: Overview of risks and how these are mitigated5 Risks

Mitigation

COVID-19

COVID-19 brings uncertainty in the economy of the Netherlands. It can lead to temporary but also definite changes in markets. The project is divided into multiple phases so that it can be adjusted if the market changes in the long term. Next to that, mixed-use is implemented on the building level. This way, proper distribution of functions is available, even if projects will be cancelled.

Undesirable function distribution

The municipality has negotiated with the private parties to get a desirable function distribution. As compensation, the private parties can build more real estate than was intended at the beginning of the project.

Insufficient infrastructure

Multiple measures will be taken to lower the burden on the infrastructure.

Developers will build a sufficient amount of parking spaces and vehicle-sharing will be stimulated. The municipality already gives out subsidies to electrical car-sharing. Next to that, public transport will expand, e.g. by constructing a tramline and introducing a water taxi.

Political change

The political situation of Dutch cities changes every four years. To ensure that the plans will go through, a contract between public and private parties is set up with mutual obligations. Private parties, therefore, can develop their plans and are obliged to invest in municipal plans.

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INTRODUCTION PREPARATION NEGOTIATION ELABORATION 46

3.4 Feasibility The realisation of the Binckhorst developments will mostly be done by private parties in collaboration with the housing association. They will build and invest in the different kinds of buildings. To make this all possible the municipality will invest in all kinds of public space and the municipality will manage the land exploitation of the area. In this exploitation the proceeds from land issues will be managed. The issue will be done in leasehold.

The municipality has already done some major investments in the area, such as the Rotterdamsebaan, and will do more in the near future. The area is well connected for cars by the realization of the Rotterdamsebaan and for further development of the area the municipality will make some extra investments in public transport. The total investments in the area will contribute to a new and transformed Binckhorst. The project itself is feasible and will have a positive outcome. This feasibility is divided in financial, economic, social, political, and environmental feasibility.

4.1 Financial feasibility The developers are expected to obtain a bandwidth of 6-12% property returns on investments after all three phases of the development. The three developers’ backgrounds of residential development in different segments are the main reason why the majority of the developments has a residential function and why despite the high number of middle income rent (29%), all were able to obtain positive returns.

As developers stuck to their target markets (BPD- low and mid income , VORM-mid to high income and WHD- mid to high income), this balanced out the percentages that the municipality aimed for which inturn created better deals for the developers that then reflected positive returns. The mix of developers was crucial as this is what allowed the area to reach the municipality goals of social, mid and high

residential functions. This would not have been possible if the developers that focused on the same market segment were present.

Figure 3.14 shows the graph of the cumulative cash flows of each public and private actor of the development.

The key feature of the financial feasibility is that all parties have a positive return on the investment. In some cases the revenues per phase surpass the costs per phase, however at the end of the development the balance is positive and the required returns are reached. This shows the level of interdependency of each phase and the relevance of analysing future trends taking into account different scenarios to ensure the continuity of the process. Next to that, financial windfalls are possible; like subsidy options and if the sale of Eneco goes according to plan, the proceeds will be credited to the bank account of the municipality of The Hague. This would mean that The Hague can use the proceeds from the share sale, up to 500 million, to pay for its sustainability plans, among other things (Omroepwest, 2019). Finally, it is evident that some parties get much more revenue than others since for example the housing association is a non-profit driven organization aiming to improve housing affordability and accessibility for vulnerable households in the Binckhorst, helping the municipality to create a social, inclusive community, responding to the housing vision of The Hague and the market necessities.

Figure 3.14: Cumulative cash flows of each public and private actor5 47

INTRODUCTION PREPARATION

In order to make the Binckhorst economically successful in the longer term, the municipality strives to make optimal use of the home-work quality in the Binckhorst, and after research, a distribution of 60% housing and 40% utilities has been chosen . The developers had to adhere to this as much as possible unless this would no longer be profitable for them. The area allocated to housing was further subdivided in consultation between the municipality and the housing association into 30% social housing, 30% midincome housing and 40% high-income housing. Furthermore, the areas allocated to utilities focus on the following aspects: 30% offices and 15% commercial and 10% industrial. The remaining utility space will be used for parking facilities. The allocated 60% housing spaces may consist of a maximum of 5,200 new homes, including the reservations. This maximum amount was chosen on the basis of the maximum amount that the housing association could pay for social rented homes to which it would meet the 30%.

Naturally, a lot had to be shifted with the numbers and proportions to make the project feasible for all parties. Table 3.4 shows the comparison between the aim of the municipality and the numbers which are realised at the end of The Binck Link!. Based on this comparison, it is evident that The Binck Link! is economically feasible.

ELABORATION

NEGOTIATION

4.2 Economic feasibility The economic feasibility of the project requires an estimation of the benefits and costs. Estimating the benefits of supply of a municipality are generally more difficult to quantify than costs. The primary costs associated with municipality are the investments in the cultural hub, bridges and parking lots. The benefits associated with the provision of improved and developed municipal land includes direct benefits to the residents in the Binckhorst and indirect benefits to all of the Hague and its surroundings.

Figure 3.4. Economic ambitions of the municipality5 48

4.3 Social feasibility The social feasibility of the development plan is guaranteed by the healthy mix of different social groups throughout the area. All the parcels developed have a variety of functions and target groups that promote social integration and inclusivity. The proposal seeks for a social sustainable development which means maintaining or improving the well-being of the current and the future generations through enhancing social cohesion, social stability, and life quality in the Binckhorst (Chiu, 2003). This will not only be achievable by offering different types of quality and affordable social and middle rent dwellings, but also by enhancing the livability of the area through offering quality public spaces, good transportation system, and building facilities as well as complementary services like the community center in the heart of the development. In general, The Binck Link! aims to create an appealing and attractive place with a positive impact in the future inhabitants' life promoting equity, social inclusion, and social cohesion.

4.4 Political feasibility The goals of the municipal council are stated in a coalition agreement (Coalitieakkoord). Political feasibility will be achieved through approval of the development plan by the majority of the City Council. Based on Coalitieakkoord 2019-2022 ‘Samen voor de Stad’ (Gemeente Den Haag, 2019), the primary goals includes: A safe city A promising city A beautiful and livable city A sustainable city A growing city An international city Several elements from the current coalition agreement have been incorporated in Binckhorst. Firstly, the sports and recreation area is integrated in The Binck Link!. Secondly, in accordance with the municipal ambition ‘Schaal Jump OV’, transportation within the Binckhorst is improved by increasing its accessibility, creating better connection through bridges, and spatial quality. ‘Schaal Jump OV’, with the support of the municipality, aims to facilitate good connection from other cities to The Hague through Binckhorst. The municipality thus aims to improve public transport and bicycle mobility on the Binckhorst.

Thirdly, The Binck Link! project is based on the urban development ambitions in The Hague the ‘Agenda Space for the City. The municipality of The Hague focuses on integrating more greenery and sustainability in the urban fabric, and only adding homes in neighborhoods (compacting) that will benefit from that and only in close consultation with the residents.The Binck Link project implements this Agenda with highly compact, sustainable and green mixed-use developments. The Binckhorst redevelopment increases the liveability of the city, by developing a high diversity of dwellings with a good ratio between social rent, middle segment and homes for the higher incomes. In addition, the targeted dwelling to utility ratio of 60/40% has been maintained.

Therefore, it can be concluded that the goals stated in the coalition agreement have been incorporated with The Binck Link! redevelopment plan. Nevertheless, the plan includes a more ambitious vision towards the future, which exceeds the initial ambition.

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4.5 Environmental feasibility The environmental feasibility in the Binckhorst area will show the possibilities to create a healthy, sustainable and vibrant living and working area. The use of gathered and analyzed information helps to (re) develop the Binckhorst area and evaluate potential alternatives. The goal is to create the most effective environment, preferably an environment in which negative factors for human and environmental health are eliminated or reduced. The Binckhorst area used to be a polluted industrial area with no focus on housing.

The need for new dwellings and commercial functions drastically asked for a healthy environment considering that the new dwellings mostly consist of vulnerable functions (schools, housing and child daycare).

One of the main issues is the noise pollution due to the closely positioned railways, highway and a big main road (Anteagroup, 2018). The solution is to position non-vulnerable functions, such as offices, on the noise polluted sides. This will also be done at the first floors of dwellings which are situated along the Binckhorstlaan. In this case, vulnerable functions do experience less noise nuisance. Another big aspect within the area is nature. The (re)development will have a focus on greenery. New vibrant squares will be created and added with trees and plants. A new green boulevard along the water of the Trekvlietzone, will let people experience the water and bring a more nature-like feeling. All the greenery that will be added, will have a positive effect on the heat stress in the area and the greenery will support the smaller ecosystems within the neighborhood. The implementation of the Binckfarm will make residents more conscious of what can be done regarding lifestyle and local food. Next to the Binckfarm, a wadi will be added to collect (rain)water. This water can be used to cultivate crops. Other environmental aspects like hazardous routes, soil contamination, air quality and cultural heritage are also taken into account and the plans proposed all harmonize with the set regulations from the municipality. The regulations from the municipality are seen as the minimum, in aspects like noise, air pollution and greenery, stricter regulations have been maintained within the plan. Every developer has reserved a two-hundred-euro budget per square meter for sustainability. In this case, all the new buildings will be energy neutral and contribute to a sustainable (re)development of the Binckhorst. (figure 3.15) Management The management of the public spaces on the longer term contains both the financial aspects and the programming. The programming will be done by the non-profit organization The Binck Link community group. This organization is connected to the community centre and will be in charge of organizing various events in the area. For these events subsidies can be requested (Gemeente Den Haag, 2020).

For the financial responsibility and maintenance of the area, the municipality is responsible for the majority of the public spaces realised. In order to maintain these areas, the municipality will stay or become full owner of all public spaces, including the boulevard (Gemeente Den Haag, 2018a & 2018b).

Figure 3.15: ENVIRONMENTAL FEASIBILITY5

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3. 5 Conclusion Due to the interactive process between the various stakeholders, the different ideas and wishes have been linked properly and resulted in a coherent redevelopment plan, The Binck Link!, that is financial, economic, social and politically feasible. For future development it is important to incorporate the inhabitants of the area, therefore the flexibility of the places in the plan provides the link which includes their interests.

The Binck Link! focuses on place-making, different zones and places with different experiences have been created while still enhancing the industrial character, a link between the old identity and future experience. By adding physical and non-physical connections a coherent area is provided that functions as the Gateway to The Hague. The Binck Link! allows for a mixed group of people to settle and provides the combination of living and working. Circularity and sustainability have been incorporated into the plan in such a way that inhabitants will become more aware of this important topic nowadays. The Binck Link! will be a liveable area as well as a place to live and grow. Therefore, we invite you to connect with us at The Bink Link!

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Product, place, process and person When reflect on the quality of the final design outcome, I looked back to the scheme in figure 5.1.

NEGOTIATION

PREPARATION

INTRODUCTION

Chapter 4: Evaluation and reflection

REFLECTION

ELABORATION

Figure 5.1: 5P in urban development management (van Bueren, 2020)

Product In order to deliver a successful product, an integrated urban planning and development process is needed, which requires a robust and flexible goal to guide the following implementation plan(Yigitcanlar & Teriman, 2015). The municipality of The Hague aims to transfer Binckhorst to a district with an industrial character for both living and working, with adding 10,000 new housing and attracting creative and innovative companies. This ambition was perfectly transferred to the concept of ‘The Binck Link’, in which residential attracted people to settle here, diverse public facilities and working opportunities linked Binckhorst with surrounding cities, and both creative industry and industrial architectural elements linked the history with the future.

Place According to the definition of successful places, it should be created for people, being well-connected, distinctive and sustainable with mixed functions(Adams et al.,2012). When looking back to our development plan, our ‘placemaking’ theme created human-scale living, working, creating, leisure places, increased the accessibility, enhanced the identification and image of Binckhorst. Sustainability was also carried out through energy-neutral buildings, Binck farm and incremental developed cultural hub.

Person A role relationship map from my point of view was made in the preparation phase as shown in figure 1.26, while after the negotiation, some new understanding of the roles triggered some changed in the map as shown in figure 5.2. Firstly, for the public roles, instead of giving separate inputs to the private party and advisors, they are more work tightly together to make decisions. However, it becomes chaotic when facing information delay because they need to discuss everything and none of them can represent others.

It is different from our developers, we can make decision for ourselves. Moreover, most of the time the economic affairs made decision but they don’t have right to sign contracts with private party. For the urban design, it’s also complicated because both public and private party have inputs to the urban designers, and financial feasibility also restrained the urban design plan.

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Process Manager

Land Department

WHD(developer A) BPD(developer B)

Economic Affair

Urban Planning De.

VORM(developer C) Housing Association

Law Advisor

Urban Designer

Figure 5.2: Reflected role relationship (own illustration)

In practice, besides the internal stakeholders in the game, external stakeholders should also be taken into account. Franzen et al. (2011) distinguished three groups of stakeholders, in which end-users and interest groups are absent in our stakeholder management plan. The opinion from business owners and residents can fulfill our knowledge gap in different phases of the development. Interest groups are important in the implementation stage like maintenance and operation.

The reflection of negotiation was stated in the end of chapter 2, the main conclusion is that it’s important to be proactive and creative when encounter wicked problems and diverse interests and respond timely.

Process Process in urban development refers to a sequence of decisions and actions that shape the content of an areabased project(Chen & Daamen, 2020). In this event-based process, the first event is that we are passively chosen to use totally online manner in this urban development game, but finally it worked out well as we got a lot inputs from practice and online meetings are effective because we can easily change from one meeting to another.

Our relationship with the public party and advisor also changed during the process. The role of the municipality shifted from guiding to collaborating, the role of developers shifted from reacting to facilitating. The relationship between developers are basically the same, we share knowledge throughout the project despite have some competition.

Under the fragmented land ownership, the DAT collaboration model(Heurkens, 2020) was kept throughout the project and worked well, private party lead the development and developed our plots separately but also contributed to the shared spaces. The municipality supported developers’ ambition and then benefited from us back.

Trust and transparent Trust is the essential of collaboration process, and transparent is the basis of trust(Winch, 2010). Sometimes distrust came from assumption, for example in the social housing problem, the municipality assumed our developers proposed reducing parking rate for our own profit until we played open book and showed calculation and proved we do that in a non-profit manner. Another issue is that the municipality didn’t do calculation on their program, like bridge, tram line and even land price in the early stage, so they assumed they cannot afford that and ask developers’ contribution. We as developers made detailed calculation so we are clear how much the land department can get from private party. At last they made a cost estimation and got specific number of revenue from us, but their financial feasibility is still not concrete. These kind of situations would be harder to tackle in practical because it’s not often to show others our calculation. Then trust is even harder to get.

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Reference Adams, D., & Tiesdell, S. (2012). Shaping places: urban planning, design and development. Routledge.

Anteagroup (2018). Bijlage 47: Akoestisch onderzoek - in Omgevingsplan Binckhorst te Den Haag.

Retrieved from https://www.denhaag.nl/nl/algemeen/binckhorst-omgevingsplan-ontwerp-gewijzigdevaststelling-ex-artikel-619-awb-.html Anteagroup. (2020). Area plan Binckhorst. Retrieved from BrightSpace.

Akro Consult, Instituut voor Bouwrecht, NEPROM, Ministerie van Binnenlandse Zaken en Koninkrijksrelaties, & VNG. (2019). Reiswijzer Gebiedsontwikkeling 2019: Een praktische routebeschrijving voor marktpartijen en overheden. Retrieved from https://europadecentraal.nl/wp-content/ uploads/2019/10/Reiswijzer-Gebiedsontwikkeling-2019.pdf Bouwinvest. (2020). Bouwinvest Dutch Real Estate Market Outlook 2020-2022. Retrieved from: https:// www.bouwinvest.nl/media/4305/bouwinvest-dutch-real-estate-market-outlook-2020-2022.pdf CBS. (2019). Trends in the Netherlands 2019. Retrieved from: https://longreads.cbs.nl/trends19-eng/ CBS. (n.d.a). Retrieved from: https://www.cbs.nl/en-gb/news/2020/21/immigration-down-after-coronavirusoutbreak

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CBS. (n.d.b). Retrieved from: https://www.cbs.nl/en-gb/visualisaties/population-pyramid CBS. (n.d.c). Retrieved from: https://www.cbs.nl/en-gb/news/2020/20/economic-contraction-of-1-7percent-in-q1-2020 CBS. (n.d.d). Retrieved from: https://www.cbs.nl/en-gb/news/2020/22/retail-turnover-1-5-percent-down-in-april CBS. (n.d.e). Retrieved from: https://www.cbs.nl/en-gb/faq/corona/economie/is-the-number-of-bankruptcies-higher-than-last-yearDe Zeeuw (2018). Zo werkt gebiedsontwikkeling: Handboek voor studie en praktijk. Delft: Praktijkleerstoel Gebiedsontwikkeling TU Delft.

Ellen van Bueren. (2020). Perspective in Urban development. Retrieved from: https://brightspace.tudelft. nl/d2l/le/content/192729/viewContent/1613272/View

REFERENCE

Franzen, A., Hobma, F., De Jonge, H., & Wigmans, G. (2011). Management of urban development processes in the Netherlands. Governance, Design, Feasibility. Amsterdam: Techne Press.

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Chiu, R. L. (2003). Housing and social change: Chapter 12. In R. L. Chiu, Social sustainability, sustainable development and housing development (p. 221). 239.

Crampton, E. (2018, August 31). Red light districts and house prices. Retrieved 9 June 2020, from http:// sex-drugs-economics.blogspot.com/2018/08/red-light-districts-and-house-prices.html?m=1 Gemeente Den Haag. (2018a). Gebiedsaanpak Binckhorst 2018. Retrieved June 24, 2020, from https://denhaag.raadsinformatie.nl/document/7055372/1/RIS299319_Bijlage_1_gebiedsaanpak_ Binckhorst_2018 Gemeente Den Haag. (2018b). Factsheet Openbare Ruimte Binckhorst. Retrieved June 24, 2020, from https://www.planviewer.nl/imro/files/NL.IMRO.0518.OP0274FOmgevBinck-50VA/b_NL.IMRO.0518.

OP0274FOmgevBinck-50VA_tb21.pdf Gemeente Den Haag. (2020, April 21). Subsidie parkeervergunningen voor one-way elektrische deelauto’s aanvragen. Retrieved June 18, 2020, from https://www.denhaag.nl/nl/subsidies/subsidies-

milieu-en-duurzaamheid/subsidie-parkeervergunningen-voor-one-way-elektrische-deelautos-aanvragen.htm# Gemeente Den Haag (2020). Subsidies cultuur en evenementen. Retrieved June 24, 2020 from https://www. denhaag.nl/nl/subsidies/subsidies-cultuur-en-evenementen.htm Krabben, D. V. E. (2020, March 2). Het effect van gemeentelijk beleid en gemeentelijke instrumenten op binnenstedelijke gebiedsontwikkeling. Een verkenning van de Binckhorst en Merwedekanaalzone. Https:// Theses.Ubn.Ru.Nl/Handle/123456789/8763. https://theses.ubn.ru.nl/handle/123456789/8763 Lindgren, M., & Bandhold, H. (2003). Scenario planning: the link between future and strategy. New York, New York: Palgrave Macmillan. Retrieved from https://pdfs.semanticscholar.org/2b5f/cabd13376344cf7781fc2ebb62 a95994964b.pdf?_ga=2.263166601.423288663.1592221125-1795622810.1592221125 Lingen, I. (2019, March 28). Opbrengst verkoop Eneco medio 2020 op rekening gemeente Den Haag.

Retrieved from https://www.omroepwest.nl/nieuws/3816678/Opbrengst-verkoop-Eneco-medio-2020-oprekening-gemeente-Den-Haag Lousberg, L. H. M. J., (2012). Conflict management, part of dissertation.

Municipality of The Hague. (2017). Housing vision The Hague 2017 - 2030. Retrieved from: https://www. woonvisiedenhaag.nl/wp-content/uploads/sites/1632/downloads/Woonvisie_printversie_12.pdf Municipality of Rotterdam. (2020). Reference values for social provisions in 2020. Retrieved from: https:// rotterdam.raadsinformatie.nl/document/8310166/1 National Vacancy Bank. (2020). Retrieved from: https://www.ad.nl/ad-werkt/onderzoek-helft-van-de-nederlanders-wil-ook-blijven-thuiswerken-nacorona~a6e9bb92/ Nelson, G., Andrew, H., & Cypher, M. (2005). The Influence of Artificial Water Canals on Residential Sale Prices. Appraisel Journal, 73(2), 167–174. https://search.proquest.com/docview/199932971?pq-origsite=gscho lar&fromopenview=true NVM. (2019). Dutch property market in focus. The year 2019 in facts and figures. Retrieved from: https://www. nvm.nl/media/ylbarm2w/nvm_facts-and-figures_2019.pdf Ombudsman metropool Amsterdam. (2019, March 8). Feesten of Beesten? Deel 3. Retrieved 12 June 2020, from https://www.ombudsmanmetropool.nl/uploaded_files/article/2019_Rapport_Feesten_of_Beesten_3.pdf PosadMaxwan. (n.d.). Binckhorst, The Hague. Retrieved from: https://posadmaxwan.nl/projects/binckhorst/ Stipo. (2016). The City at Eye Level: Lessons for Street Plinths (Second Version ed.). Delft, Netherlands: Eburon.

VORM. (2018). VORM Abbreviated annual report 2018. Retrieved from: https://issuu.com/daanvandervorm/ docs/vorm_jaarverslag2018_v11_id_digitaa?e=14807696/70096068 Winch, G. M. (2010). The Context of Construction Project Management. In: Managing Construction Projects; An information Processing Approach. West Sussex, UK: John Wiley & Sons.

Woonbond. (2019, February 12). Woningnood nog groter dan gedacht. Opgehaald van Woonbond: https:// www.woonbond.nl/nieuws/woningnood-nog-groter-gedacht Yawei Chen and Tom Daamen. (2020). Actors in Urban Development Projects. Retrieved from: https:// brightspace.tudelft.nl/d2l/le/content/192729/viewContent/1655574/View Yigitcanlar, T., & Teriman, S. (2015). Rethinking sustainable urban development: towards an integrated planning and development process. International Journal of Environmental Science and Technology, 12(1), 341-352.

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INTRODUCTION

Appendix 1: Contract with the municipality Collaboration Agreement

PREPARATION

Date: June 27, 2020, Delft

NEGOTIATION

Between VORM (Developer C) and The Municipality of The Hague

Party A (VORM) will develop the following plots:

This collaboration agreement is an agreement between Party A (VORM) and Party B (The Municipality of The Hague) to develop in good cooperation a part of the Binckhorst Area into a mixed use area.

9.1, 9.2, 11.4, 11.6, 11.7, 11.8 For the price of the plots: €28,000,000 for plot 9.1&9,2

ELABORATION

€12,000,000 for plot 11.4 €1,700,000 for plot 11.6 The phasing of the development: First phase (2021-2025): plot 11.4, 11.6, 11.7,11.8 Second phase (2026-2030): plot 9.2

REFLECTION

Third phase (2031-2035): plot 9.1 Sustainability agreements: 6% of construction costs reserve for plot 11.6 12% of construction costs reserve for plot 9.1, 9.2 15% of construction costs reserve for plot 11.4, 11.7, 11.8

REFERENCE

This collaboration agreement will be further elaborated in three type of contracts: A. Leasehold contracts B. An anterior agreement C. An agreement on a NGO or Company for Place Making

APPENDIX

Ad A. For all different plots there will be leasehold contracts. It will be perpetual leasehold.

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Ad B. For the investment in public space there will be an (anterior) agreement for cost recovery.

The investment will be in: -

Bridge (€ 1.000.000) Fokkermarket ((€ 500.000) Etc. (€ ,-)

Ad C. For Place Making the Developers and the Municipality will make an agreement on setting up an organization for Place Making. This organization will be active in management of public space.

Including the programming of the public space. It will be a company or a NGO.

Signature Party A:

Signature Party B:

____________________

____________________

Yuan Jia

Hanno de Groot

On behalf of

On behalf of

VORM

The municipality of The Hague

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

Appendix 2: Contract with housing association

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INTRODUCTION PREPARATION NEGOTIATION ELABORATION REFLECTION REFERENCE APPENDIX 60

Appendix 3: Calculation For excel sheets please go this link: https://drive.google.com/file/d/1yuYTxBfVSDp9v2snrWewLtmthqSmNeLQ/view?usp=sharing

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

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APPENDIX

REFERENCE

REFLECTION

ELABORATION

NEGOTIATION

PREPARATION

INTRODUCTION

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